5 Myths about the role of learning in content and talent development

Indian companies are competing with multinationals for market share in a dynamic corporate environment in India-talent acquisition, management and retention are top priority. According to McKinsey & Co and The Conference Boards, the reduction of human capital risk and operational excellence has been identified as the top global challenges for 2013.1

Multinationals bring with them sophisticated talent development systems from matured global markets, that most Indian firms are now only beginning to evaluate or in early investment stages. It is important for these companies to be mindful that while new technologies are developed and new platforms for talent management are adopted, organizations must not miss the key point that learning content plays a critical and direct role in business impact and organizational success.

It is important to sift the myths from the facts about how learning content integrates into a well-developed talent management strategy.

Myth #1: As a pillar of talent management, learning exists independently of other talent management functions within an organization

Fact: Learning is more than a pillar of talent management; it is its essential foundation.

Talent development or learning is sometimes referred to as one of the "pillars" of talent management, grouped with recruiting/sourcing, performance management, and compensation and benefits.

When examined more broadly than just the underlying learning management system, this view is too limiting. Increasingly organizations recognize learning content's connection to employee effectiveness, performance management, and organizational success. Learning content is a ubiquitous enabler within the organization, the proverbial "final mile" that cuts across and can empower all the different pillars of talent management, from onboarding to performance management, career planning, leadership development and succession. Learning serves as a central component at the heart of each pillar, connecting them all horizontally. Learning injected throughout the talent management process creates a stronger platform, reinforcing each pillar.

Myth #2: The platform comes first; we can worry about content later

 

Fact: Content is not an afterthought; it is blood, not water. As businesses become more technology-dependent, the notion that the platform must precede content becomes more prevalent.

In the contemporary talent management model, there is an LMS and that's where learning happens: in that silo. But to have an impact, learning must be democratized across the organization, pumped to the places where work happens. Content needs to be curated, aligned and targeted in a way that creates an engaging learning experience, rather than a learning task. You can't simply add content to an integrated talent management platform and suddenly realize great results. The organization that flows the best content throughout the system is going to win. You must ensure you have the right content reaching the employees who need it.

What organizations fail to realize is that content is not an afterthought; it is their lifeblood.

Myth #3: An integrated learning and talent management platform offers the greatest business impact to an organization

Fact: Talent management and learning automation offers a one-time improvement; learning content can change behavior on an ongoing basis.

When many in the industry talk about learning and talent management, they emphasize the platform. Platform technology is important but it is just the first step on a stairway to improved efficiency. That's because automation-the current phase of platform consolidation and integration-offers clear benefits, but it is only a one-time improvement. Once processes are automated, how do organizations achieve incremental benefits?

Effective learning content, however, can change behavior on ongoing basis. When MphasiS applied a blend of elearning solutions across their organization globally, they not only found significant positive business impact but also higher engagement and desire to up-skill with employees who were provided with the right content and the ability to learn at their own time, space and place.

A recent learning survey found that 67% of the respondents found Skillsoft's courses relevant to their role.

 

Myth #4: Targeted learning content precludes an abundant library

Fact: Targeting and content abundance are not contradictions, they are complementary.

Organizations need both alignment to competencies identified in the talent management process as well as performance support. While L&D must provide content that supports an organization's current initiatives, it is impossible to predict the needs of every individual. This inability to predict need rises in direct proportion to employee population served. Effective performance support can be achieved by looking for multiple outlets for learning beyond the online corporate university. An abundant content library offers organizations the dual advantage of providing individuals with a comprehensive performance-support resource to those unpredictable development needs while also proving L&D with the ability to respond to business needs by providing targeted programs.

Providing self-service tools in addition to formal programs empowers individuals to dip in to the assets they need to sharpen skills and develop the knowledge to tackle evolving challenges. Suppose someone decides the organization only needs 200 courses. Those courses may align with current initiatives, but they don't allow adequate workforce development or just in-time performance support. Talent management can help create the relationship between targeted needs and targeted content-there's currently a huge disconnect at this stage in the process. Targeting and content abundance are not contradictions, they are complementary.

Myth #5: All content is created equal

Fact: Quality matters.

Ultimately, the learning organization is the steward of the content ecosystem available to develo the talent of the entire organization. User-generated content has its place, especially for time-sensitive or proprietary knowledge, but it is not as effective at providing for the needs of general knowledge, industry certification preparation, external thought-leadership, and similar topics.